ACG 5405
Group Case Project
Western Illinois Golf Center
Western Illinois Golf Center is operated by Gary Blaine in Macomb, IL. Gary is the club manager and golf professional for Western Illinois Country Club and the co-owner of a private enterprise that sells discounted golf equipment over the web. Gary would like to have an enterprise system developed that would support the club operations, the golf shop operation, and the web sales operation. He would like one system that integrates all operations and shares all data on an as needed basis, but with security over segments based on users. He is open to a full business process redesign along with the systems integration. Club Operations:
The club operation maintains all membership billing systems including charges from the golf shop and the restaurant. The club also stores all billing statements with full details to handle questions from members on their billing statements. The restaurant operations are outsourced, and the outsourcer provides for all cooking, bartending, and wait staff. However, to avoid potential liability from unpaid employees and vendors, the club handles all payroll activities for all employees—restaurant, golf shop, groundskeepers, swimming pool, and club secretary. The payroll activities have all been outsourced to a local CPA so that all the club is responsible for is covering the expense. The payroll charges for the restaurant and the golf shop are subtracted from the restaurant and golf shop revenue, respectively, before payment is made to the outsourcer and Gary on a bi-weekly basis. Club members are billed monthly for charges and annually for membership dues. All utilities, grounds keeping expenses, and club cleaning expenses are paid by the club. This means the club also owns all the buildings, golf carts, grounds equipment, kitchen equipment, bar equipment, pool equipment, and tennis courts. Golf Shop Operations:
Gary manages the golf shop, owns all inventory, handles cart rentals/guest green fees/guest tennis fees (revenue that goes to the club), golf club storage, golf club cleaning, golf club repair, golf lessons, driving range, and handles tee times. Guests are only allowed on the course with a member, so a member always has to be in a tee time reservation. All sales must be charged through the club membership – no cash sales! Employees are paid on an hourly basis. Golf carts are rented on a half or full cart basis and for 9 or 18 holes. Gary owns the counters and furniture in the shop and his attached office, as well as the club cleaning equipment. Sales items include clothing, clubs, balls, bags, and soda/beer/candy (food and beverages are purchased from the club which purchases from the vendor). For members who pay for club storage, their golf bags are retrieved from the store room and placed on the cart when the member is ready to play, while the clubs are retrieved after the member is done playing, cleaned and restored in the same allocated storage spot. Normally, one employee works slow times while two employees (one in shop and one in store room & cleaning) work during busier times of day and all day weekends. Web Sales Business:
The web business is in the process of being brought on-line. The web location will be located in an electronic mall operated by Rising Tides Consulting. Rising Tides has a 50% ownership stake and provides its services free to the operation. Additionally, Rising Tides handles all credit card/debit card sales through its electronic mall operations arrangement with a credit card processor. Items are made available for sale on the web. Items that are available in inventory at the golf club pro shop are committed to next day shipment via UPS (the web sales operation has a direct billing agreement with UPS along with scheduled pick-up). Items that have been arranged for direct shipment from the vendor have a commitment to ship within one week directly from the vendor. The vendors do not charge shipping fees based on the contracted arrangement. Financial reports are required for this business unit due to the partnership arrangement. Requirements: ·Design the business processes to facilitate the operations within your assigned business unit.
Prepare E&A taables for each process
·Complete detailed data flow diagrams, narratives, and flowcharts for all business processes. ·Identify the control procedures within the business processes that you feel should be included and implemented. ·Identify the key data that is required to support the business processes and develop a entity-relationship model to support your business processes that also integrates with the other business units in your threesome. The result should be one common enterprise database. ·Document how the information required to populate screens (hence you need to provide screen layouts also) in your system are aggregated from and stored to the enterprise database tables. ·Document the appropriate control procedures that should be embedded into the enterprise database to protect the data related to your business unit.
Group Case Project
Western Illinois Golf Center
Western Illinois Golf Center is operated by Gary Blaine in Macomb, IL. Gary is the club manager and golf professional for Western Illinois Country Club and the co-owner of a private enterprise that sells discounted golf equipment over the web. Gary would like to have an enterprise system developed that would support the club operations, the golf shop operation, and the web sales operation. He would like one system that integrates all operations and shares all data on an as needed basis, but with security over segments based on users. He is open to a full business process redesign along with the systems integration.
Club Operations:
The club operation maintains all membership billing systems including charges from the golf shop and the restaurant. The club also stores all billing statements with full details to handle questions from members on their billing statements. The restaurant operations are outsourced, and the outsourcer provides for all cooking, bartending, and wait staff. However, to avoid potential liability from unpaid employees and vendors, the club handles all payroll activities for all employees—restaurant, golf shop, groundskeepers, swimming pool, and club secretary. The payroll activities have all been outsourced to a local CPA so that all the club is responsible for is covering the expense. The payroll charges for the restaurant and the golf shop are subtracted from the restaurant and golf shop revenue, respectively, before payment is made to the outsourcer and Gary on a bi-weekly basis. Club members are billed monthly for charges and annually for membership dues. All utilities, grounds keeping expenses, and club cleaning expenses are paid by the club. This means the club also owns all the buildings, golf carts, grounds equipment, kitchen equipment, bar equipment, pool equipment, and tennis courts.
Golf Shop Operations:
Gary manages the golf shop, owns all inventory, handles cart rentals/guest green fees/guest tennis fees (revenue that goes to the club), golf club storage, golf club cleaning, golf club repair, golf lessons, driving range, and handles tee times. Guests are only allowed on the course with a member, so a member always has to be in a tee time reservation. All sales must be charged through the club membership – no cash sales! Employees are paid on an hourly basis. Golf carts are rented on a half or full cart basis and for 9 or 18 holes. Gary owns the counters and furniture in the shop and his attached office, as well as the club cleaning equipment. Sales items include clothing, clubs, balls, bags, and soda/beer/candy (food and beverages are purchased from the club which purchases from the vendor). For members who pay for club storage, their golf bags are retrieved from the store room and placed on the cart when the member is ready to play, while the clubs are retrieved after the member is done playing, cleaned and restored in the same allocated storage spot. Normally, one employee works slow times while two employees (one in shop and one in store room & cleaning) work during busier times of day and all day weekends.
Web Sales Business:
The web business is in the process of being brought on-line. The web location will be located in an electronic mall operated by Rising Tides Consulting. Rising Tides has a 50% ownership stake and provides its services free to the operation. Additionally, Rising Tides handles all credit card/debit card sales through its electronic mall operations arrangement with a credit card processor. Items are made available for sale on the web. Items that are available in inventory at the golf club pro shop are committed to next day shipment via UPS (the web sales operation has a direct billing agreement with UPS along with scheduled pick-up). Items that have been arranged for direct shipment from the vendor have a commitment to ship within one week directly from the vendor. The vendors do not charge shipping fees based on the contracted arrangement. Financial reports are required for this business unit due to the partnership arrangement.
Requirements:
· Design the business processes to facilitate the operations within your assigned business unit.
- Prepare E&A taables for each process
· Complete detailed data flow diagrams, narratives, and flowcharts for all business processes.· Identify the control procedures within the business processes that you feel should be included and implemented.
· Identify the key data that is required to support the business processes and develop a entity-relationship model to support your business processes that also integrates with the other business units in your threesome. The result should be one common enterprise database.
· Document how the information required to populate screens (hence you need to provide screen layouts also) in your system are aggregated from and stored to the enterprise database tables.
· Document the appropriate control procedures that should be embedded into the enterprise database to protect the data related to your business unit.